81 training in Bank-related processes including underlying reasons for these processes and systems. The CCAP2 Indicative Results Framework included the indicator: “Number of climate experts based at Regional Hubs.” Regional and country offices have a special role. Having decentralized climate change knowledge and mainstreaming leads to better results according the 2021 IDEV evaluation of PECG activities. The evaluation found having climate change experts in regional and country offices helps, for example, when working with RMCs on climate change–related knowledge products, Country Strategy Paper (CSP) preparation, and project development. Linking climate change and green growth with RMC context is important, enhancing understanding between the Bank and stakeholders. A lesson from the IDEV evaluation is that the Bank needs consistent understanding of climate change and green growth across all areas of work to deliver effectively. Specialized staff are needed, in addition to all other staff having some understanding of climate change so they know what questions to ask. The Africa Climate Change Fund Annual Report 2019 noted that capacity needs can change, for example, if a fund is scaled up. It can be challenging attempting to keep fund overheads down, while at the same time securing new funds to manage and monitor. RMC capacity Successive CCAP-related evaluations have highlighted the need for climate change capacity in partner organizations, for example, in RMC institutions or civil society and private sector organizations applying for funds. RMCs and stakeholders within RMCs need a certain level of capacity to apply for the Bank’s support, prepare project proposals, deliver projects, and report results in ways required by the Bank. RMCs also need institutions including policies to guide their climate responses. Even when projects proposals are successful, many grant recipients do not know how to report on their projects to the Bank, indicated by, for example, mixing technical and financial evaluations. Training only contributes to capacity for as long as people stay with their organizations. As such, continuous training programs are required, including courses offered each year for professional (in-job) training. It is also possible to work with universities to include climate change in various disciplines, for example, in commerce, law, public policy, town planning, and engineering courses. It should also be noted that the processes of candidate selection for training can take some time and this needs to be factored into capacity-building exercises. In addition to continuous training, improved tools and processes help newcomers quickly learn and become effective in their work. Institutional capacity is essential to support adaptation; networks can help in this regard. Research organizations can also help. Local staff, consultants, and researchers should be included in all activities as part of contracts to do work. Partnerships and governance CCAP-related evaluations show it is important to work closely with partners. At the same time, expectations of each partner need to be clear, including, for example, clear targets and related indicators. An evaluation of the AWF found that stakeholder advocacy can also be an important contributor to project success. Meanwhile, stakeholders that can also provide strategic guidance and select representatives should be involved in project oversight and governance, especially where there are high-level bodies such as ministerial councils in the sector. In the case of the AWF, it was suggested that the AMCOW should be able to advise the Governing Council. Processes Design of bidding and evaluation processes is important as this affects project selection. For example, the Multi-Donor Agriculture Fast Track Fund Annual Report from 2016 noted that “strict adherence to use of competition in the grant bidding and evaluation process could result to rejection of projects with prospects for impacts on smallholders, women, and the youth (persons from 15–35 years).” Application processes and evaluation criteria have a strong bearing on projects selected. As such, care needs to be taken in the design of the processes and criteria, ensuring projects that fulfil relevant objectives are in fact supported. Inclusion needs to be considered alongside transparency and the quality of proposals and applications. Projects are more likely to be successful if most stakeholders benefit from the project. Being clear about stakeholder benefits in project design could help increase the number of stakeholders benefiting. Having staff in country offices to communicate and engage with project developers, for instance, while the proposal is being developed is a recurring theme in evaluations and reports. Decentralization should be coupled with robust monitoring and evaluation, and collaboration with partners. At the same time, the Bank’s processes would be faster if beneficiaries were able to successfully implement some of the basic items. For example, the multi-donor AFTF’s Annual Report from 2017 noted that “grantees will help to facilitate the disbursement process if they take their time to review all documents originating from the Consultants — including ascertaining Green growth in Africa — current initiatives and future developments
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